Engineering Inc. - May/June 2008 - (Page 21) BrAnding Power with By Jim Parsons Firms realize the benefits of effective marketing A Derek Lea s a rule, engineers pride themselves on their ability to tackle any type of technical challenge, whether it’s creating a new structure or infrastructure system, or striking the ideal balance between natural and built environments. n But that same enthusiasm often doesn’t carry over to marketing—an important and potentially lucrative practice that all too often is overshadowed by ongoing projects. n The aversion to marketing is not merely a reflection of engineers’ preference for logical “left-brain” work. Although most firms recognize and appreciate the marketing-equals-more business mantra, they often consider these efforts lowpriority chores to be performed when time permits, or if a major project opportunity arises. “The challenge is making marketing a priority,” says marketing consultant Mel Lester of The Business Edge in Shawsville, Va. “As long as you see it as overtime or an extra-time activity, you will never be good at it.” Another source of reluctance stems from the common association of marketing with sales and the negative perception of cold calls, suspicious motives, and the resilience necessary to rebound from unsuccessful sales pitches. Other firms see little need—if any—to market themselves, due to the overall prosperity of the past several years, a consistent client base or the belief that they simply are above such practices. “When business is good and you have a big backlog, the perceived importance of marketing diminishes,” says Lester. Though the ultimate objective of marketing is to generate new business, it brings value in other ways, too. “Marketing is a carefully defined and crafted strategy for raising awareness of what a firm is, and what it can do to help clients get the best results,” says Donna J. MAY / JUNE 2008 ENGINEERING INC. 21
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